human resource management all modules

8/3/2019 Human Resource Management All Modules

1/78

Human Resource Management

INTRODUCTION

Human resource management (HRM) is an approach to the management of people,

based on four fundamental principles. First, human resources are the most important

assets an organisation has and their effective management is the key to its success.

Second, this success is most likely to be achieved if the personnel policies and

procedures of the enterprise are closely linked with, and make a major contribution to,

the achievement of corporate objectives and strategic plans. Third, the corporate

culture and the values, organisational climate and managerial behaviour that emanate

from that culture will exert a major influence on the achievement of excellence. This

culture must, therefore, be managed which means that organisational values may need

to be changed or reinforced, and that continuous effort, starting from the top, will be

required to get them accepted and acted upon. Finally, HRM is concerned withintegration - getting all the members of the

organisation involved and working together with a sense of common purpose

Human Resource Management (HRM) is the function within an organization that focuses on

recruitment of, management of, and providing direction for the people who work in the

organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to

people such as compensation, hiring, performance management, organization development,

safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing

people and the workplace culture and environment. Effective HRM enables employees to

contribute effectively and productively to the overall company direction and the

accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel, administration,

and transactional roles, which are increasingly outsourced. HRM is now expected to add

value to the strategic utilization of employees and that employee programs impact the

business in measurable ways. The new role of HRM involves strategic direction and HRMmetrics and measurements to demonstrate value.


2/78

Indias changing HRM horizon

The outlook to Human Resource Management in India has witnessed sea-change

in last two decades. Economic liberalization in 1991 created a hyper-competitive

environment. As international firms entered the Indian market bringing with

them innovative and fierce competitiveness, Indian companies were forced to

adopt and implement innovative changes in their HR practices. Increasing

demand for skilled performers forced the companies to shift focus on attracting

and retaining high-performing employees in a competitive marketplace.

HRM Challenges

One of the challenges HR managers face is issues of upgradation of the skill set through

training and development in the face of high attrition. Indian companies are recognizing their

responsibilities to enhance the employees opportunity to develop skills and abilities for full

performance within the position and for career advancement.

Progressive HR Policies

In 1974, an angry Sudha Murthy had to write a letter to JRD Tata to protest against job

discrimination against women in Telco. Today, most Indian companies are committed to

providing equal employment opportunities for all. The employers are increasingly realizing

the value of trained human resource, especially women in India. Some organizations arechanging their HR policies to stick with their valuable employees. MNCs like Pepsico are

providing flexibility so that female employees at various life stages could benefit from these

policies like working from a different city, sabbatical from corporate life, and extended

maternity leave.

HR in India

India is now a world player in the international market. We are a country of more than a

billion people and a crucial part of any major organizations travel plans. With a GDP growth

of over 9%, India is the success story the world over. And the fact that Indian companies are

moving into the West means that alls pretty sound in India Inc.

The concerns come with the growth. The major concerns are the people in any growing

organization. The labor market is tight. Salaries have been impacted this year, but think of the

hikes people had gained in the last two years. And it is in such a scenario, that human

resource management is most critical. So critical, that a lack of it can cause serious injury to

business. Indian HR management needs to buck up to the rising challenges which employees

are facing. An upgrade to global practices might be the first solution.

There are some who feel that Indias greatest boon is its exploding population. That out ofmore that a billion people, the number of literate and qualified population can only increase.


3/78

However, only 2 per cent of our population right now can speak English fluently. The

education system is woefully short of western standards. What we are competent in, is IT

education. Thus, the whole India-is-synonymous-with-IT story. But, ironically, The IIMs and

the IITs are producing extremely competent, literate, business and tech savvy individuals -

the best of the best. Staring salaries are still top notch. But the average engineering college or

management institute is woefully short of quality. Also, a great IT education system is justnot enough. The country still needs good automobile engineers, agriculturists and

petrochemical engineers, to name a few.

Where does human resource management fit in? The answer is simple:

1. Select the right individuals. The right individual need not come from the same

background. The right individual need not come from the right college. Companies need to

look out of the box. There is quality available everywhere. Substantial investment in training

could be the key. After all, it is well known that workers can be trained to perform better. HR

can look within the company as well, to identify someone who fits the job. People who are

bored of their present role, perhaps?

2. Keep them happy: India faces one of the highest attrition rates in the world. Attrition is a

terrible cost to any company. Employees are as important as the product or service.

Employees make the product and offer the service. They need to be kept satisfied.

Competitive compensation, innovative incentives and ESOPs are ways to keep employees

satisfied. Nothing works better than a workplace where an employee receives recognition,

reward and respect.

3. Innovation: Though salaries are the most important factor in choosing a job, they form a

very small part of the overall job satisfaction. A workplace can be made ideal, primarily

through innovative techniques. More and more Tech Parks are coming up with better ideas

and can be used as examples in other locations. Jogging parks, cafeterias, libraries,

competitions all small ways to make workplaces fun, to be in. Keen interest needs to be

shown towards tracking careers. Internal job movements, training (both external and internal)

are proven methods of increasing productivity and ensuring development.

Indian HR needs to go past the recruiting and hiring mode. Innovation needs to be blended in.

The economy is sound, the situation, lucrative. Quality, however, is something that everyone,

at every level has to strive for.

Features of HRM or characteristics or nature

1. HRM involves management functions like planning, organizing, directing and controlling

2. It involves procurement, development, maintenance of human resource

3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of management psychology

communication, economics and sociology.

5. It involves team spirit and team work.


4/78

Objectives

The primary objective of HRM is to ensure the availability of competent and willing

workforce to an organisation. Apart from this, there are other objectives too. Specifically,

HRM objectives are four fold: societal, organisational, functional, and personal.

Societal Objectives

The societal objectives are socially and ethically responsible for the needs and challenges of

society. While doing so, they have to minimize the negative impact of such demands upon

the organisation. The failure of organisations to use their resources for societys benefit in

ethical ways may lead to restrictions. For example, the society may limit human resource

decisions to laws that enforce reservation in hiring and laws that address discrimination,

safety or other such areas of societal concern.

Organisational Objectives

The organisational objectives recognise the role of human resource management in bringing

about organisational effectiveness. Human resource management is not an end in itself; it is

only a means to assist the organisation with its primary objectives. Simply stated the human

resource department exists to serve the rest of the organisation.

Functional Objectives

Functional objectives try to maintain the departments contribution at a level appropriate tothe organisations needs. Human resources are to be adjusted to suit the organisations

demands. The departments level of service must be tailored to fit the organisation it serves.

Personal Objectives

Personal objectives assist employees in achieving their personal goals, at least insofar as

these goals enhance the individuals contribution to the organisation. Personal objectives of

employees must be met if they are to be maintained, retained and motivated. Otherwise,

employee performance and satisfaction may decline giving rise to employee turnover

The important assumptions of HRM are as follows:

1) The members of an organisation are reservoirs of untapped resources.

2) There is scope for unlimited development of these resources.

3) It is more in the nature of self-development than development thrust from outside.

4) The organisation also undergoes development with the overall benefits along with the

development of its members.

5) The organisation further develops a culture in which utmost emphasis is placed on

harmonious superior-subordinate relations, teamwork, collaboration among different groups

of individuals, open communication, and above all, integration of the goals of the

organisation with the needs of the employees.6) Top management takes the initiative for HRM, formulates necessary plans and


5/78

strategies, and creates an overall climate and support for its implementation.

Components:

Currently Human Resource Management Systems encompass:

1. Payroll

2. Work Time

3. Appraisal performance

4. Benefits Administration

5. HR management Information system

6. Recruiting/Learning Management # TrainingSystem

7. Performance Record

8. Employee Self-Service

The payroll module automates the pay process by gathering data on employee time and

attendance, calculating various deductions and taxes, and generating periodic pay cheques

and employee tax reports. Data is generally fed from the human resources and time keeping

modules to calculate automatic deposit and manual cheque writing capabilities. This module

can encompass all employee-related transactions as well as integrate with existing financial

management systems.

The work time module gathers standardized time and work related efforts. The most

advanced modules provide broad flexibility in data collection methods, labor distribution

capabilities and data analysis features. Cost analysis and efficiency metrics are the primary

functions.

The benefits administration module provides a system for organizations to administer and

track employee participation in benefits programs. These typically encompass insurance,

compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects from

application to retirement. The system records basic demographic and address data, selection,

training and development, capabilities and skills management, compensation planning

records and other related activities. Leading edge systems provide the ability to "read"

applications and enter relevant data to applicable database fields, notify employers and

provide position management and position control. Human resource management functioninvolves the recruitment, placement, evaluation, compensation and development of the

employees of an organization. Initially, businesses used computer based information systems

to:

produce pay checks and payroll reports;

maintain personnel records;

pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to

garner potential candidates for available positions within an organization. Talent

Management systems typically encompass:
http://en.wikipedia.org/wiki/Talent_Managementhttp://en.wikipedia.org/wiki/Talent_Managementhttp://en.wikipedia.org/wiki/Talent_Management


6/78

analyzing personnel usage within an organization;

identifying potential applicants;

recruiting through company-facing listings;

recruiting through online recruiting sites or publications that market to both recruiters

and applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting

within and across general or industry-specific job boards and maintaining a competitive

exposure of availabilities has given rise to the development of a dedicated Applicant

Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and track employee

training and development efforts. The system, normally called a Learning Management

System if a stand alone product, allows HR to track education, qualifications and skills of the

employees, as well as outlining what training courses, books, CDs, web based learning or

materials are available to develop which skills. Courses can then be offered in date specific

sessions, with delegates and training resources being mapped and managed within the samesystem. Sophisticated LMS allow managers to approve training, budgets and calendars

alongside performance management and appraisal metrics.

The Employee Self-Service module allows employees to query HR related data and perform

some HR transactions over the system. Employees may query their attendance record from

the system without asking the information from HR personnel. The module also lets

supervisors approve O.T. requests from their subordinates through the system without

overloading the task on HR department.

Many organizations have gone beyond the traditional functions and developed human

resource management information systems, which support recruitment, selection, hiring, job

placement, performance appraisals, employee benefit analysis, health, safety and security,

while others integrate an outsourced Applicant Tracking System that encompasses a subset of

the above.

Human Resource Management: Functions

1. Human resource or manpower planning.

2. Recruitment, selection and placement of personnel.

3. Training and development of employees.

4. Appraisal of performance of employees.5. Taking corrective steps such as transfer from one job to another.

6. Remuneration of employees.

7. Social security and welfare of employees.

8. Setting general and specific management policy for organizational

relationship.

9. Collective bargaining, contract negotiation and grievance handling.

10. Staffing the organization.

11. Aiding in the self-development of employees at all levels.

12. Developing and maintaining motivation for workers by providing incentives.

13. Reviewing and auditing manpower management in the organization14. Potential Appraisal. Feedback Counseling.


7/78

15. Role Analysis for job occupants.

16. Job Rotation.

17. Quality Circle, Organization development and Quality of Working Life.

The main functions of Human resource Management are;

Job Design (JD)

Job Analysis

Human Resource Planning (HRP)

Recruitment

Selection

Hiring

Induction

Performance Evaluation

Compensation Management Training and Development

Employee Movements

Welfare Administration

Health and safety Administration

Discipline Administration

Grievance Handling

Labour Relations

Job Design (JD)

JD can be defined as the function of arranging tasks duties and responsibilities in to an

organizational unit of work for the purpose of accomplishing a certain objective.

Techniques of JD

Scientific Techniques: This is done by observing past performances.

Job Enlargement: Adding more duties to a job that is related to the current duties of involved

(Horizontal Loading)

Job Rotation: Shifting an employee from one job to another periodically.

Job enrichment: Increasing the depth of a job by increasing authority and responsibility for

planning

Group Technique: The job ids designed so that a group of individuals can perform it, the job

being a collective job.

Job Analysis

This includes the systematic analysis of the job and the characteristics of the desired job

holders. The information collected through a Job Analysis is of two forms;


8/78

Job Description: Describes the job, its tasks, responsibilities and service conditions of a job.

Job Specification: Describes the requirements of the person for the job, including abilities,

educational qualifications, special physical and mental skills, training, experience etc.

Human Resource Planning (HRP)

HRP can be identifies as the strategy forecasting the organizations future requirements for

different types of workers, their acquisitions, utilization, improvement, employee cost

control, retention and supply to meet these needs.

The HR Planning Process

HRM Planing Process

Factors considered when forecasting future HR requirements.

Demand for the organizations good/services

Plans goals and objectives

Method of productions

Retirement, transfers, resignations

Death Retrenchments

Recruitment

This is the initial attraction and screening of the supply of prospective Human Resources

available to fill a given position/s.

In other words, it is the process of involving the attraction of suitable candidates to vacant

positions from both internal and external sources of the organization.

Eg:

INTERNAL EXTERNAL

Job posting Advertising

Intranet Job Placement Agencies

Succession plans Internet

ReferralsPlacement through

Colleges and Universities

Selection


9/78

This is a systematic process of selecting the most appropriate and suitable person to a

particular job. In other words, Selection is choosing an individual to hire from all those who

have been recruited/ attracted.

Methods of Selection

Application Evaluation: This involves choosing the most appropriate person through

evaluating the applications sent by the candidates

Interviews: this is to face a meeting with a member/s of the management. One of te most

commonly used methods of selection but it requires careful planning.

Eg: One on one interviews, Panel interviews, Sequence interviews

Tests: this is meaning the candidates for qualities relevant to performing available jobs.

Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.

Background Investigations: this is assessing the appropriateness of an applicant by

investigating into his/her family, financial positions, Residential Background, criminal

background etc.

Medical Tests: this involves assessing the applicants physical fitness for particular jobs.

Hiring

This is the process of appointing the person selected for a particular job. In this process,letters of appointments will be prepared, employment contracts will be signed and the new

employee will be sent in for a probationary period.

(Probationary period: the time period where the newly appointed employee will have to work

till he/she is made permanent)

Induction

This is concerned with introducing an employee to the company, job and staff in a systematic

way. There are two components of induction,

Introducing the employee to the organization and the organizations culture.

Introducing the employee to his/her job

Performance Evaluation

This is a regular systematic assessment of an employees performance in order to review

whether his/her performance matches the expected performance levels. Performance

evaluations are an analysis of an employees recent successes and failures, personal

strengths and weaknesses, and suitability for promotion or further training. It is also the

judgment of an employees performance in a job based on considerations other than

productivity alone.


10/78

Compensation Management

The main objective of the function is to develop and maintain a good salaried and wages

system which is reasonable both internally and externally.

Factors affecting Salaries and Wages

Cost of living

Supply and demand of labor

Government requirements (minimum wage rates)

Competitor wage scales

Trade Union influences

Labor productivity

Training and Development

Training is the process by which the employees are taught skills and given the necessaryknowledge to carry out their responsibilities to the required standard. In other words, it is the

improvement of the performance to carry out the current job.

Development is concerned with the giving the individual necessary knowledge, skills,

attitude and experience to enable an employee to undertake greater and more demanding

roles and responsibilities in the future. Development is concerned with the long term

prospects of a career succession plan.

Methods of training and development

Apprenticing

On the job training

Off the job training

Simulations

Role playing

Case studies

Employee Movements

The movements of employees take place in three methods,

Promotions: this is the re-assignment of an employee to a higher ranked job in terms

of responsibility, respect and salaries. Promotions are usually based on seniority,

competency and merit.

Transfers: this is the movement of an employee from one job to another on the same

occupational level and at the same level of wage or salary.

Lay off: This is the temporary stoppage or suspension of the service of the employee

to various reasons.

Welfare Administration

This refers to all the facilities and comforts given to the employee by the employer apart fromwages, salaries and incentives.


11/78

Medical facilities

Canteen facilities

Housing facilities

Transport facilities

Recreation facilities

Loan facilities Educational facilities

Health and safety Administration

This is concerned with maintaining required and reasonable levels of professional Health and

safety in the job and its environment. The organization should ensure the employees physical

and mental health. The work place should be free of hazards.

Discipline Administration

It is important to control the performance and behavior of the employees according to therules and regulations of the organization. For this very reason it is important to develop,

implement and maintain an appropriate disciplinary system.

Importance of a discipline administration:

To reduce conflicts and confusions

To control the employees in an orderly manner

To ensure employees behavior in accordance with performance standards, rules and

regulations of the organization.

Grievance Handling

A grievance can be identified as a situation where the employee is in metal distress,

dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.

A grievance could take place for various reasons;

Job related reasons

Work services related reasons

Employee management related reasons

Service conditions related reasons Employee behavior related reasons

Labour Relations

The continues relationship between the labour force and the management. Since labour forces

are organized as Trade Unions, it is actually a relationship between Trade union

representative and the management. However the Government is also an involved as a third

party in order to regulate this relationship by ways of laws.

This relationship is also more commonly known as a tri-partite relationship.


12/78

If in case there is a dispute between the employees and the management, the most common

way of dispute resolution is through negotiations or Collective Bargaining and when the two

parties reach to an agreement its known as Collective Agreement.

Collective Bargaining: this can be identified as the negotiation that takes place between the

management and the Trade unions during a particular time period regarding labour/Industrialissues.

Collective Agreement: The agreements which the management and the Trade unions get into

after a collective Bargain.

NEED FOR HUMAN RESOURCE

PLANNING

Every organization has to plan for Human resource due to:

1. The shortage of certain categories of employees and/or variety of skills

despite the problem of unemployment.

2. The rapid changes in technology , marketing, management etc., and the

consequent need for new skills and new categories of employees.

3. The changes in organization design and structure affecting manpower

demand.

4. The demographic changes like the changing profile of the workforce in terms

of age, sex ,education etc.5. The Government policies in respect to reservation ,child labor, working

conditions etc.

6. The labor laws affecting the demand for and supply of labor.

7. Pressure from trade unions, politicians ,sons of the soil etc.

8. Introduction of lead time in manning the job with most suitable candidate.

Benefits of Human Resource Planning

Human Resources Planning (HRP) anticipates not only the required kind and

number of employees but also determine the action plan for all the functions of

personnel management .The major benefits of Human resource planning are:

1. It checks the corporate plan of the organization

2. It offsets uncertainly and change .But the HRP offsets uncertainties and

changes bto the maximum extent possible and enables the organization yo have

right men at right time and in right place.

3. It provides scope for advancement and development of employees through

training, development etc.

4. It helps to anticipate the cost of salary enhancement, better benefits etc.


13/78

5. It helps to anticipate the cost of salary , benefits and all the cost of human

resources facilitating the formulation of budgets in an organization.

6. To foresee the need for redundancy and plan to check it or to provide

alternative employment in consultation with trade unions, other organizations

and government through remodeling organizational, industrial and economic

plans.

7. To foresee the changes in values, aptitude and attitude of human resources

and to change the techniques of interpersonal ,management etc.

8. To plan for physical facilities, working conditions and the volume of fringe

benefits like canteen, schools, hospitals, conveyance, child care centres.

quarters, company stores etc.

9. It gives an idea of type of tests to be used and interview techniques in

selection based on the level of skills ,qualifications, intelligence, values etc., of

future human resources.

10. It causes the development of various sources of human resources to meet

the organizational needs.11. It helps to take steps to improve human resource contributions in the form of

increased productivity ,sales turnover etc.

12. It facilities the control of all the functions, operations, contribution and cost

of human resources.

HRM strategies, also known as Human Resource Management strategies, are your

organization's plans for managing people, culture, structure, and training and development,

and for determining how people fit into your organization's future growth.

Peopleo One of the first aspects of your HRM strategy is determining the type of

person who is needed to work in the organization. This is not just a matter of

personality but also of the personalities and work styles that are needed to help

your organization achieve its overall business strategy. Do the people in your

organization need to be numbers-oriented, outgoing and focused on sales, or a

combination of both? Consulting firms such as Bernard Hodes Group or

human resources management software such as Oracle's PeopleSoft can help

your organization create and manage an effective "people framework."

Programs

o Your organization's programs include several elements. The first is attracting

the kinds of people you've decided are the right fit. How will the organization

advertise positions and recruit the talent you've decided you need? After

you've made the right hires, you have to look at how to train people to do their

jobs effectively. In addition to training, your organization must decide how to

retain employees after hiring and initial training. Your organization should

also determine if there will be a bonus structure, a rewards program or further

training that will lead to promotion in the future.


14/78

Culture

o A large part of your HRM strategy relates to the overall culture of the

organization. You should take the time to determine the leadership and

management style of the organization. Is it autocratic, "open door," proactive

or dictatorial? Your organization's senior management should decide on aclosely related range of styles in order for a culture to "trickle down." On the

other hand, what beliefs, values or missions does the organization want to

achieve? This could be related to customer service, beating the competition or

rising to the top of the market itself. One of the best ways to begin thinking

about your organization's culture is to research how other organizations and

human resources professionals have created a culture. You can start your

research on the Web via Workforce Management or the Society for Human

Resources Management.

Structure

o HRM strategy also extends to your organization's structure. You must decide

what jobs will carry out which functions. Along with this, you should

determine which jobs go with which departments--and who is going to

manage those departments. A human resources consulting firm can help you

with this structure or you can learn about job descriptions and job evaluation

at HR.com.

Development

o One of the final pieces of your HRM strategy is the development of the

organization. You've already decided how to train the people you bring in, but

what are the plans for training them in the long run? Will you offer leadership

training as part of the overall development plan? Will you give employees the

opportunity to take courses that will allow them to apply for promotion? Does

the organization plan to publish "learning plans" that allow an employee to

map out his future career, even if it isn't in the department in which he started

out? Talent and learning management system providers like GeoLearning or

Learn.com can help you map out development plans, see sample learning

strategies, and decide how to manage training within your organization.


15/78


16/78

HRM process

HUMAN RESOURCE MANAGEMENT PROCESS:

HR is a vast field that sets off, builds a strategy, executes and ends with a enduring solution.

To deal with Human Resources seems to be very easy, but when it comes to be the player

then starts the real snag in handling it. It is always easy to underscore someone or to that

matter anyone about anything. However, the best is always esteemed.

HR in a company is always reachable to each one of them irrespective of the levels. To start

or make the first move it is the HR department that any one should get in touch with. Theystrategize the policies and procedures in the company for which it would have been a year, to

do so provided the focus is on to Quality processes.

HR includes the following processes:

1. Recruitment & selection

2. Training and development

3. Compensation and Benefits

4. Performance Management System

5. Employee relations

Component should be consistent with the others, organization structure, and strategy.

i. Recruitment: Develop a pool of qualified applicants.

ii. Selection: Determine relative qualifications & potential for a job.

iii. Training & Development: Ongoing process to develop workers abilities and skills.


17/78

iv. Performance Management System: Provides information about how to train, motivate,

and reward workers. Managers can evaluate and then give feedback to enhance worker

performance.

v. Employee Relations: Managers need an effective relationship with labor unions that

represent workers. Unions help establish pay, and working conditions.

vi. Pay and Benefits: High performing employees should be rewarded with raises,

bonuses. Increased pay provides additional incentive. Benefits, such as health insurance,

reward membership in firm.

HR Planning

There are many ways to define HR planning, or explain what it is, but the following

definitions, taken from the Government of Canada human resources site, is a good, useful

working definition:

Rigorous HR planning links people management to the organizations mission, vision, goals

and objectives, as well as its strategic plan and budgetary resources.

A key goal ofHR planning is to get the right number of people with the right skills,

experience and competencies in the right jobs at the right time at the right cost.

Note the emphasis on linkage to strategic planning and business planning in the first

sentence, and the emphasis on the arrangement and alignment of staff and employees in the

last sentence.

Heres another definition, perhaps a bit simpler:

The processes by which management ensures that it has the right personnel, who are

capable of completing those tasks that help the organization, reach its objectives.

Human resource planning refers to the planning of human resource functions, or in other

words, planning how human resource management will be executed.

Recruiting

Selecting

Hiring

Orienting

Training and retraining

Motivating

Coaching

Mentoring


18/78

Counseling

Recognizing achievements

Empowering

Communicating

Evaluating

Promoting

Laying off

Dismissing

So, in effect HR planning refers to the development of plans in these areas or in similar areas.

You may want to develop your own list specific to your organization a list that reflects the

functions that HR does in your company.

Set of 20 Key responsibilities of HR Manager.

HR Manager is one of the most important key to open a lock hanging on the door of success

in an organisation.If an HR Manager is efficient enough to handle and to take out best from

his team members any oragnisation and can achieve more from his target goals. HR managerplays an very important role in hierarchy, and also in between the higher management and

low level employees. Stated below are major responsibilities of HR Manager:-

Responsibilities:

1. To maintain and develop HR policies, ensuring compliance and to contribute the

development of corporate HR policies.

2. To develop the HR team, to ensure the provision of a professional HR service to the

organization.Manage a team of staff. Responsible for mentoring, guiding and developing

them as asecond line to the current position.

3. To ensure timely recruitment of required level / quality of Management staff, other

business lines staff, including non-billable staff with appropriate global approvals, in order to

meet business needs, focusing on Employee Retention and key Employee Identification

initiatives.

4. Provide active support in the selection of Recruitment agencies which meet the

corporate standard. Ensure Corporate Branding in recruitment webs and advertisements.


19/78

5. Develop, refine and fine-tune effective methods or tools for selection / or provide

external consultants to ensure the right people with the desired level of competence are

brought into the organization or are promoted.

6. Prepare information and input for the salary budgets. Ensure compliance to the

approved salary budget; give focus on pay for performance and salary benchmarks whereavailable.Ensure adherence to corporate guideline on salary adjustments and promotions.

Coordinate

increments and promotions of all staff.

7. To develop the HR business plan.

8. Ensure appropriate communication at all staff levels.

9. To maintain and develop leading edge HR systems and processes to address the

effective management of people in relation to the following in order to maintain competitive

advantagefor:

Performance Management.

Staff Induction.

Reward and Recognition.

Staff Retention.

Management Development / Career Development.

Succession Planning.

Competency Building / Mapping.

Compensation / Benefit programs.

10. To facilitate / support the development of the Team members

11. To facilitate development of staff with special focus on Line Management

12. To recommend and ensure implementation of Strategic directions for people

development within the organization.

13. Ensure a motivational climate in the organization, including adequate

opportunities for career growth and development.

14. Administer all employee benefit programs with conjunction with the Finance and

Administration department.

15. Provide counsel and assistance to employees at all levels in accordance with thecompany's policies and procedures as well as relevant legislation.


20/78

16. Oversee the central HR Administration -

employee offer letters

salary letters and employment contracts.

Approve updated organizational charts on a monthly basis and maintain

complete/accurate personnel records.

17. Co-ordinate the design, implementation and administration of human resource

policies and activities to ensure the availability and effective utilization of human resources

for meeting

the company's objectives.

18. Responsible for Corporate HR function.

19. Responsible for overall centralized HR admin function

20. Counseling and Guidance cell - provide support to Managers in case of

disciplinary issues.

Above 20 points are amongst the most important responsibilities which has to be taken care

by an HR

Manager. He cannot take any above stated responsibility for granted.

Duties/functions may include, but are not limited to, the following:

Manages and organizes multiple functional areas within Human Resources including

providing technical direction to technical/professional and clerical staff within assigned areas.

Consults with and advises administrators and employee representatives on personnel-related

policies and procedures.

Interprets and communicates laws and regulations to ensure the agency is aware of its legal

responsibilities; in conjunction with the Legal Department

Develops and implements personnel rules and regulations, and interprets and administers

human resources-related provisions of collective bargaining agreements.

Analyzes processes and procedures in assigned functional areas including conducting

research and statistical analyses, and makes recommendations for improvement.

Develops, implements, and administers, large and/or complex research studies or projects

that may include the development and validation of selection instrumentation for a variety of

classifications.

Establishes collaborative relationships with various functional and departmental areas of the

District.

Trains and evaluates subordinates and prepares preliminary budget reports in assigned

functional areas. Represents Human Resources Department at a variety of meetings and advises the Human


21/78

Resources Director in alternative courses of action in Human Resources issues.

Presents written and oral reports on a wide variety of human resources related issues.

May participate in labor negotiations and/or recommend preliminary proposals including

cost implementation projections.

May be required to temporarily replace or act in the position of the senior District staffmember to whom this position normally reports, and may be required to perform some or all

of the senior staff member's essential functions in such situations.

Human Resource Management And Personnel

Management

The concepts of Human Resource Management (HRM) and Personnel Management (PM) are

considered to be synonymous and many human resource academics agree that the differences

between these two management models are rather philosophical than practical. The term PMemerged in the middle of the 20th century though the development of this function of

management takes source from so called welfare offices that appeared in the end of the

19th century. At that, the concept of HRM came out in the 1980s and was a product of the

evolution of personnel management function in modern management.

The problem of identifying the differences between HRM and PM was a subject of interest

and researches of many modern experts and professionals in organizational management,

including Marco Koster, an Austrian specialist from University of Manchester, or Dr. P.C.

Tipathy, an Indian specialist and the author of several books on organizational management.

According to the findings of the latter (2002), the following differences between HRM and

PM can be identified:

a) PM is a classical, traditional function of organizational management that is more oriented

on administration and routine activities connected with personnel issues (including

everything related to employment law, employee insurance, payroll, etc.), but HRM is more a

developing, ongoing managerial function, which is oriented on improving human relation

processes in organization and deals with such broad concepts as personnel planning and

selection, career development, training, performance evaluation, and so on.

b) PM is mostly focused on routine tasks and personnel administration, therefore, its

spectrum is relatively narrower than the one of HRM. The latter has more dynamic

orientation and embraces much wider range of activities that are linked not only toadministration, but also to personnel development and training, stimulating teamwork,

looking for ways to motivate the employees for working with their maximal efficiency,

improving organizational culture, and so on.

c) Taking into account the above, HRM can be considered more anticipative, dynamic and

strategically developing part of organizational management, however, PM is more

individualized and static function that is able to react on possible demands or response on

possible problems in business organization when they arise.

d) PM and everything connected with PM is usually a responsibility of the related department

in a business organization. In contrast to this, HRM must be considered as a concern of the

whole organization, because HRM is a macro function oriented on managers of all levels and
http://www.articlesdot.net/all/business/human-resources/human-resource-management-personnel-management.htmlhttp://www.articlesdot.net/all/business/human-resources/human-resource-management-personnel-management.htmlhttp://www.articlesdot.net/all/business/human-resources/human-resource-management-personnel-management.htmlhttp://www.articlesdot.net/all/business/human-resources/human-resource-management-personnel-management.html


22/78

aimed on improving their skills of dealing with the employees of all levels of authority and

qualification.

e) With its more classical approach to the issues of personnel motivation, PM considers such

factors as various rewards and compensation for work, work simplification, etc. to be the

most powerful motivators for the employees. At the same time, HRM sees a great potential inmotivating the personnel with such concepts as working in teams, creativity, setting up

interesting and challenging objectives, and so on.

f) Finally, PM must be considered as an independent function of organizational management,

with it own structure and sub-functions. However, HRM is an integrated part of

organizational management that does not tend to be independent as it uses systems thinking

approach and is strongly interconnected with all elements of organizational structure.

Therefore, the differences between HRM and PM are quite minor and mostly focused around

the nature of functions and the scope of these both types of management, as well as around

their orientation and approaches to the issue of motivation. At the same time, some specialistsunderline that in terms of modern dynamic business environment, the distinctions between

PM and HRM tend to become more considerable.

Distinguishing factors - HRM and Personnel Management

Key AspectPersonnel

management

HRM

Beliefs and assumptions

ContractCareful delineation

of written contract

Aim to go beyond written

contract go by the spirit of

the contract

RulesThrust on devising

clear rules

can do attitude

impatience with rules

Guide to

management actionProcedures

Business and customer needs,

flexibility, commitment

BehavioursIn line with

customs and norms

In line with values and

mission

Managers task Monitoring Nurturing

Strategic aspects

Key relationsLabour

managementCustomers

Initiatives Piecemeal Integrated

Corporate plan Marginalized Central

Speed of decisions Slow Fast

Line management

Management role Transactional Transformational leadership

Key managers P&IR experts Line managersSkills Negotiation Facilitation


23/78

Key levers

AttentionPersonnel

procedures

Cultural and structural issues

and personnel strategies

SelectionMarginal

importanceIntegrated and key task

Pay Job evaluation Performance based

CommunicationRestricted flow /

indirectIncreased flow / direct

Job design Division of labour Team work

Conflict handling Temporary basisManaging culture and

climate

Training &

development

Controlled access

to coursesLearning organizations

Module 2

What is "job design"?

Job design refers to the way that a set of tasks, or an entire job, is organized. Job designhelps to determine:

what tasks are done, how the tasks are done,

how many tasks are done, and

in what order the tasks are done.

It takes into account all factors which affect the work, and organizes the content and

tasks so that the whole job is less likely to be a risk to the employee. Job design involvesadministrative areas such as:

job rotation,

job enlargement,

task/machine pacing,

work breaks, and

working hours.

A well designed job will encourage a variety of 'good' body positions, have reasonablestrength requirements, require a reasonable amount of mental activity, and help fosterfeelings of achievement and self-esteem.

How can job design help with the organization of work?

Job design principles can address problems such as:

work overload,


24/78

work underload,

repetitiveness,

limited control over work,

isolation,

shiftwork,

delays in filling vacant positions,

excessive working hours, and

limited understanding of the whole job process.

Process JOB DESIGN: -

1. Works Simplifications

In work simplification, the complete job is broken down into small sub ports,

usually consisting of few operations. This is done so that employees can do these

jobs without much specialised training. Many small jobs can also be performed

simultaneously so that the complete operation can be done more quickly. Timeand motion studies are often used for work simplification.

2. Job Rotation

Job Rotation refers to the practice of shifting people from one job to another

within a work group so that there is some varieties and relief from the boredom

of routine. Herzberge characterised this approach age merely substituting one

zero for another zero as it implies horizontal or lateral transfer to job of the

same level and status.

Job Rotation means lateral transfer. Horizontal rotation may take place in course

of a development programme whereby the employee spends two or three

months in one activity and is then moved on to another. Job rotation may also be

on a situational basis i.e. by moving the person to another activity when the first

is no longer challenging to him, or to meet the needs of work scheduling.

3. Job Enlargement

Job enlargement means assignment of varied tasks or duties of the jobs of

employees all the same level. The additional tasks or duties do not require newskills but can eperforme3d with similar skills and efforts as before. In this case,

there is enlargement in the horizontal dimension and it may be the monotonous

job remains monotonous only on a larger scale than before. Herzberg, a pioneer

in job design, has characterised job enlargement has simply adding zero to

zero meaning that one set of boring tasks (zero) is simply added to another set

of boring tasks (zero).

4. Job Enrichment

Job Enrichment implies increasing the contents of a job or the deliberate

upgrading of responsibility, scope and challenge in work. Job enrichment is a


25/78

motivational technique which emphasises the needs for challenging and

interesting work. It leads to a vertically enhanced job by adding functions from

other organizational levels, making it contain more variety and challenge and

offer autonomy and pride to the job holder.

Process of job analysis :-

There are eight major steps in a job analysis programme :-

1. Organise and plan for the programme. The company must determine who will

be incharge of the programme and must assign responsibilities to the designated

persons. A schedule should be established and a budget estimated for carrying

out analysis of jobs.

2. Obtain current job design information. The job analyst should next obtain

organization charts, current position descriptions and job specifications,

procedure manuals, and systems flow charts as are available.

3. Conduct needs research. The job analyst should investigate to determinewhich organization, managers, or staff people required job analysis or output

from job analysis. The analyst should also determine for what purpose and to

what extent jobs must be analysed and how the information will be used.

4. Establish priorities in the jobs to be analysed. The personnel department,

working with managers of the various organizational units should indentify the

jobs to be analysed and the priority of each job analysis.

5. Collect job data, collect data about the selected jobs as they are currently

being performed using established systematic techniques.

6. Redesign the jobs, if necessary.

7. Prepare job descriptions and job classification. Job information collect must beprocessed to prepare the job descriptions. This is a written statement which

describes the main features of the job along with duties, location and degree of

risk involved.

8. Developing job specifications. This step involves conversion of the job

descriptions in terms of human qualifications, traits of temperament, physical

and psychological attributes required for successful performance of the job.

Job Redesign - Meaning, Process and its

Advantages

Restructuring the elements including tasks, duties and responsibilities of a specific job

in order to make it more encouraging and inspiring for the employees or workers is

known as job redesigning. The process includes revising, analyzing, altering,

reforming and reshuffling the job-related content and dimensions to increase the

variety of assignments and functions to motivate employees and make them feel as an

important asset of the organization. The main objective of conducting job redesigning


26/78

is to place the right person at the right job and get the maximum output while

increasing their level of satisfaction.

Job Redesign Process

Revising the Job Content: Job redesigning process involves recollectingand revising job-related information to determine the inconsistencybetween person and the job.

Analyzing Job-related Information: Once the job analyst is throughwith recollecting and revising the job content, analyzing the discrepanciesis the next step. It is done to determine the hindrances in performing job-

related tasks and duties and investigate why an employee is not able todeliver the expected output.

Altering the Job Elements: The next step is to amend the job elements.It may include cut back on extra responsibilities or addition of morefunctions and a higher degree of accountability. The basic aim of alteringthe job content is to design a job in such a manner that encouragesemployees to work harder and perform better.

Reformation of Job Description and Specification: After altering thejob elements, a job analyst needs to reform the job description andspecification in order to make sure that the worker placed at a particularplace is able to deliver what is expected of him.

Reshuffling the Job-related Tasks and Duties: Next is to reallocationof new or altered tasks and functions to employees. It may be done byrotating, enriching, enlarging and engineering the job. The idea is tomotivate the performers while increasing their satisfaction level.

Advantages of Job Redesigning


27/78

Enhances the Quality of Work-Life: Job redesigning motivates theemployees and enhances the quality of their work life. It increases theiron-the-job productivity and encourages them to perform better.

Increases Organizations and Employees Productivity: Altering

their job functions and duties makes employees much comfortable andadds to their satisfaction level. The unambiguous job responsibilities andtasks motivate them to work harder and give their best output. Not onlythis, it also results in increased productivity of an organization.

Brings the Sense of Belongingness in Employees: Redesigning joband allowing employees to do what they are good at creates a sense ofbelongingness in them towards the organization. It is an effective strategyto retain the talent in the organization and encouraging them to carry outtheir responsibilities in a better fashion.

Creates a Right Person-Job Fit: Job Redesigning plays an importantrole in creating a right person-job fit while harnessing the full potential ofemployees. It helps organization as well as employees in achieving their

targets or goals.

Therefore, the purpose of job redesigning is to identify the task significance and skill variety

available in the organization and reallocating the job-related tasks and responsibilities

according to the specific skills possessed by an employee.

RECRUITMENT

recruitment is the process of attracting qualified applicants for a specific job. theprocess begins when applications are brought in and ends when the same isfinished. the result is a pool of applicants, from where the appropriate candidatecan be selected.

Recruitment refers to the process of attracting, screening, and selecting qualified people for

a job. For some components of the recruitment process, mid- and large-size organizations

often retain professional recruiters or outsource some of the process to recruitment agencies.

The recruitment industry has four main types of agencies: employment agencies, recruitment

websites and job search engines, "headhunters" for executive and professional recruitment,

and niche agencies which specialize in a particular area of staffing. Some organizations use


28/78

employer branding strategy and in-house recruitment instead of agencies. Recruitment-related

functions are generally carried out by an organization's human resource staff.

The stages in recruitment include sourcing candidates by advertising or other methods,

screening potential candidates using tests and/or interviews, selecting candidates based on the

results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfilltheir new role effectively.

People management - Recruitment (introduction)

Recruitment and selection is the process of identifying the need for a job, defining the

requirements of the position and the job holder, advertising the position and choosing the

most appropriate person for the job. Retention means ensuring that once the best person has

been recruited, they stay with the business and are not poached by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the success of

any business depends to a large extent on the quality of its staff. Recruiting employees withthe correct skills can add value to a business and recruiting workers at a wage or salary that

the business can afford, will reduce costs.

Employees should therefore be carefully selected, managed and retained, just like any other

resource

Recruitment methods

The methods of recruitment open to a business are often categorised into:

Internal recruitment is when the business looks to fill the vacancy from within its existing

workforce.

External recruitment is when the business looks to fill the vacancy from any suitable

applicant outside the business.


29/78

Advantages Disadvantages

Internal

Recruitment

Cheaper and quicker to

recruit

Limits the number of

potential applicants

People already familiarwith the business and

how it operates

No new ideas can beintroduced from outside

the business

Provides opportunities

for promotion with in

the business can be

motivating

May cause resentment

amongst candidates not

appointed

Business already knows

the strengths and

weaknesses ofcandidates

Creates another

vacancy which needs to

be filled

External

Recruitment

Outside people bring in

new ideas

Longer process

Larger pool of workers

from which to find the

best candidate

More expensive process

due to

advertisements and

interviews required

People have a widerrange of experience

Selection process maynot be effective enough

to reveal the best

candidate

The four most popular ways of recruiting externally are:

Job centres - These are paid for by the government and are responsible for helping the

unemployed find jobs or get training. They also provide a service for businesses needing to

advertise a vacancy and are generally free to use.

Job advertisements - Advertisements are the most common form of external recruitment.

They can be found in many places (local and national newspapers, notice boards, recruitment

fairs) and should include some important information relating to the job (job title, pay

package, location, job description, how to apply-either by CV or application form). Where a

business chooses to advertise will depend on the cost of advertising and the coverage needed

(i.e. how far away people will consider applying for the job

Recruitment agency - Provides employers with details of suitable candidates for a vacancy

and can sometimes be referred to as head-hunters. They work for a fee and often specialise

in particular employment areas e.g. nursing, financial services, teacher recruitment


30/78

Personal recommendation - Often referred to as word of mouth and can be a

recommendation from a colleague at work. A full assessment of the candidate is still needed

however but potentially it saves on advertising cost.

Recruitment interviews

An interview is the most common form of selection and it serves a very useful purpose for

both employer and job candidate. The main benefits of an interview include:

For the Employer:

Information that cannot be obtained on paper from a CV or application form

Conversational ability - often known as people skills

Natural enthusiasm or manner of applicant

See how applicant reacts under pressure

Queries or extra details missing from CV or application form

For the Candidate

Whether job or business is right for them

What the culture of company is like

Exact details of job

There are though other forms ofselection tests that can be used in addition to an interview to

help select the best applicant. The basic interview can be unreliable as applicants can

perform well at interview but not have the qualities or skills needed for the job.

Other selection tests can increase the chances of choosing the best applicant and so minimisethe high costs of recruiting the wrong people. Examples of these tests are aptitude tests,

intelligence tests and psychometric tests (to reveal the personality of a candidate).

Once the best candidate has been selected and agreed to take up the post, the new employee

must be given an employment contract. This is an important legal document that describes

the obligations of the employee and employer to each other (terms and conditions) as well as

the initial remuneration package and a number of other important details.

Job applications

For many jobs, a business will ask applicants to provide a Curriculum Vitae (CV). This is adocument that the applicant designs providing the details such as:

Personal details Name, address, date of birth, nationality

Educational history Including examination results, schools/universities attended,

professional qualifications

Previous employment

history

Names of employers, position held, main achievements,

remuneration package, reasons for leaving

Suitability and reasons forapplying for the job

A chance for applicants to sell themselves


31/78

Names of referees Often recent employer or people who know applicant well and are

ideally independent

Sometimes job applicants are asked to fill in a firms own application form. This is

different from a CV in that the employer designs it and sends it to applicants, but it will stillask for much of the same information. It has the benefit over a CV in that a business is able

to tailor it to their exact needs and ask specific questions.

Once a business has received all the applications, they need to be analysed and the most

appropriate form of selection decided upon. When analysing applications, a business will

normally split the applications into three categories.

Those to reject Candidates may be rejected because they may not meet the standards

set out in thejob specification such as wrong qualifications or

insufficient experience or they may not have completed the applicationform to a satisfactory standard

Those to place on a short

list

Often comprises 3-10 of the best candidates who are asked to interview

Those to place on a long

list

A business will not normally reject all other candidates immediately but

keep some on a long list in case those on the short list drop out or do

not appear suitable during interview. The business would not want to

incur costs putting them through the selection process, such as

interviews, unless they have to

Recruitment planning

There are a number of possible reasons as to why a business may have to recruit more

employees:

Business is expanding due to:

- Increasing sales of existing products

- Developing new products

- Entering new markets

Existing employees leaving to work with competitors or other local employers

Existing employees leaving due to factors such as retirement, sick leave, maternity

leave

Business needs employees with new skills

Business is relocating and not all the existing workforce wants to move to the new

location


32/78

In each of these circumstances a business will normally carry out Workforce Planning to

find out how many workers and what types of workers are required. The workforce plan will

establish what vacancies exist and managers then need to draw up ajob description and job

specification for each post.

Ajob description is a detailed explanation of the roles and responsibilities of the postadvertised. Most applicants will ask for this before applying for the job. It refers to the post

available rather than the person.

Ajob specification is drawn up by the business and sets out the kind of qualifications, skills,

experience and personal attributes a successful candidate should possess. It is a vital tool in

assessing the suitability of job applicants and refers to the person rather than the post.

These documents are an important part of the recruitment and selection process and provide

the basis as to where the job may be advertised and whether an applicant is suitable for the

post. They also help provide a framework for questions to be asked at an interview.

Recruitment Process

Job analysis

The proper start to a recruitment effort is to perform ajob analysis, to document

the actual or intended requirement of the job to be performed. This information

is captured in ajob description and provides the recruitment effort with the

boundaries and objectives of the search.[4] Oftentimes a company will have job

descriptions that represent a historical collection of tasks performed in the past.

These job descriptions need to be reviewed or updated prior to a recruitment

effort to reflect present day requirements. Starting a recruitment with an

accurate job analysis and job description ensures the recruitment effort starts off

on a proper track for success.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad

newspapers, professional publications, window advertisements, job centers, and

campus graduate recruitment programs; and 2) recruiting research, which is the

proactive identification of relevant talent who may not respond to job postings

and other recruitment advertising methods done in #1. This initial research for

so-called passive prospects, also called name-generation, results in a list of

prospects who can then be contacted to solicit interest, obtain a resume/CV, and

be screened (see below).

Screening and selection

Suitability for ajob is typically assessed by looking for skills, e.g. communication, typing,

and computer skills. Qualifications may be shown through rsums,job applications,

interviews, educational or professional experience, the testimony of references, or in-house

testing, such as for software knowledge, typing skills, numeracy, and literacy, throughpsychological tests oremployment testing. Otherresume screening criteria may include
http://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Recruitment#cite_note-3http://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Screening_Resumeshttp://en.wikipedia.org/wiki/Job_analysishttp://en.wikipedia.org/wiki/Job_descriptionhttp://en.wikipedia.org/wiki/Recruitment#cite_note-3http://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Job_(role)http://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Application_for_employmenthttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Screening_Resumes


33/78

length of service, job titles and length of time at a job. In some countries, employers are

legally mandated to provide equal opportunity in hiring. Business management software is

used by many recruitment agencies to automate the testing process. Many recruiters and

agencies are using an applicant tracking system to perform many of the filtering tasks, along

with software tools forpsychometric testing.

Onboarding

"Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction

helps new employees become fully operational quickly and is often integrated

with a new company and environment. Onboarding is included in the recruitment

process for retention purposes. Many companies have onboarding campaigns in

hopes to retain top talent that is new to the company; campaigns may last

anywhere from 1 week to 6 months.

Internet recruitment and websites

Such sites have two main features: job boards and a rsum/curriculum vitae (CV) database.

Job boards allow member companies to post job vacancies. Alternatively, candidates can

upload a rsum to be included in searches by member companies. Fees are charged for job

postings and access to search resumes. Since the late 1990s, the recruitment website has

evolved to encompass end-to-end recruitment. Websites capture candidate details and then

pool them in client accessed candidate management interfaces (also online). Key players in

this sector provide e-recruitment software and services to organizations of all sizes and within

numerous industry sectors, who want to e-enable entirely or partly their recruitment process

in order to improve business performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal amount of

administration. Online recruitment websites can be very helpful to find candidates that are

very actively looking for work and post their resumes online, but they will not attract the

"passive" candidates who might respond favorably to an opportunity that is presented to them

through other means. Also, some candidates who are actively looking to change jobs are

hesitant to put their resumes on the job boards, for fear that their companies, co-workers,

customers or others might see their resumes.

Job search enginesThe emergence ofmeta-search engines allows job-seekers to search across

multiple websites. Some of these new search engines index and list the

advertisements of traditional job boards. These sites tend to aim for providing a

"one-stop shop" for job-seekers. However, there are many other job search

engines which index solely from employers' websites, choosing to bypass

traditional job boards entirely. These vertical search engines allow job-seekers to

find new positions that may not be advertised on traditional job boards, and

online recruitment websites.

Purpose & Importance Of Recruitment
http://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Meta-searchhttp://en.wikipedia.org/wiki/Vertical_searchhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Applicant_tracking_systemhttp://en.wikipedia.org/wiki/Psychometric_testinghttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/R%C3%A9sum%C3%A9http://en.wikipedia.org/wiki/Meta-searchhttp://en.wikipedia.org/wiki/Vertical_search


34/78

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the

organisation.

Determine present and future requirements of the organization in conjunction with its

personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under

qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the

organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its

workforce.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Increase organization and individual effectiveness of various recruiting techniques and

sources for all types of job applicants

Selection is the process of identifying Individuals who have relevantqualifications/ experience/ skills and competencies to fill in the jobs. Once thereis a pool of applicants for a job, the next step is to select the best candidate forthe job. Selecting the right employees is critical because:

The Organisations performance is dependent on its employees.Employees With the right skills and attributes will do a good job It Is costly to recruit and hire employees. Hiring And training a newemployee costs a lot of money. Incompetent Hiring could impact the organisation in a big way. The

Employee may commit a wrongful act that will impact the image of theorganisation adversely.

Employee Selection is the process of putting right men on right job. It is a procedure of

matching organizational requirements with the skills and qualifications of people. Effective

selection can be done only when there is effective matching. By selecting best candidate for

the required job, the organization will get quality performance of employees. Moreover,

organization will face less of absenteeism and employee turnover problems. By selecting

right candidate for the required job, organization will also save time and money. Proper

screening of candidates takes place during selection procedure. All the potential candidates

who apply for the given job are tested.


35/78

But selection must be differentiated from recruitment, though these are two phases of

employment process. Recruitment is considered to be a positive process as it motivates more

of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.

While selection is a negative process as the inappropriate candidates are rejected here.

Recruitment precedes selection in staffing process. Selection involves choosing the bestcandidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the

minimum eligiblity criteria laid down by the organization. The skills, academic and

family background, competencies and interests of the candidate are examined during

preliminary interview. Preliminary interviews are less formalized and planned than

the final interviews. The candidates are given a brief up about the company and the

job profile; and it is also examined how much the candidate knows about the

company. Preliminary interviews are also called screening interviews.

2. Application blanks- The candidates who clear the preliminary interview are required

to fill application blank. It contains data record of the candidates such as details about

age, qualifications, reason for leaving previous job, experience, etc.

3. Written Tests- Various written tests conducted during selection procedure are

aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used

to objectively assess the potential candidate. They should not be biased.

4. Employment Interviews- It is a one to one interaction between the interviewer and

the potential candidate. It is used to find whether the candidate is best suited for the

required job or not. But such interviews consume time and money both. Moreover the

competencies of the candidate cannot be judged. Such interviews may be biased attimes. Such interviews should be conducted properly. No distractions should be there

in room. There should be an honest communication between candidate and

interviewer.

5. Medical examination- Medical tests are conducted to ensure physical fitness of the

potential employee. It will decrease chances of employee absenteeism.

6. Appointment Letter- A reference check is made about the candidate selected and

then finally he is appointed by giving a formal appointment letter.

Barriers to effective selection:

The main objective of selection is to hire people having competence andcommitment. This objective is often defeated because of certain barriers. Theimpediments which check effectiveness of selection are perception, fairness,validity, reliability, and pressure.

PERCEPTION: Our inability to understand others accurately is probably the mostfundamental barrier to selecting right candidate. Selection demands anindividual or a group to assess and compare the respective competencies ofothers, with the aim of choosing the right persons for the jobs. But our views arehighly personalized. We all perceive the world differently. Our limited perceptual

ability is obviously a stumbling block to the objective and rational selection ofpeople.


36/78

FAIRNESS: Fairness in selection requires that no individual should bediscriminated against on the basis of religion, region, race or gender. But the lownumber of women and other less privileged sections of society in the middle andsenior management positions and open discrimination on the basis of age in jobadvertisements and in the selection process would suggest that all the efforts tominimize inequity have not been very effective.

VALIDITY: Validity, as explained earlier, is a test that helps predict jobperformance of an incumbent. A test that has been validated can differentiatebetween the employees who can perform well and those who will not. However,a validated test does not predict job success accurately. It can only increasepossibility of success.

RELIABILITY: A reliable method is one which will produce consistent results whenrepeated in similar situations. Like a validated test, a reliable test may fall topredict job performance with precision.

PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats,relatives, friends, and peers to select particular candidate. Candidates selectedbecause of compulsions are obviously not the right ones. Appointments to public

sector undertakings generally take place under such pressure.

Barriers to Effective Selection of Employees

Recruitment and the selection of the right candidate is the main function of the human

resource department in the organization. Main objective of the recruitment process is to hire

the candidates having competence and commitment. There are certain barriers which effects

this objective and they are as follows:

Fairness:

In the process of recruitment no candidate should be discriminated against on the basis of

religion, region, race or gender. This can be seen in the job advertisement which says that

women, less privileged sections of society, open discrimination on the basis of age are not

performed during the selection process. By showing discrimination the company can loose a

potential employee.

Perception:

Inability of the employers to understand others accurately is probably the most fundamentalbarrier to selecting right candidate. In the recruitment process the employers should assess
http://billygilman.blogsome.com/2011/06/24/barriers-selection-employees/http://billygilman.blogsome.com/2011/06/24/barriers-selection-employees/


37/78

and compare the competencies of the individual or groups with the aim of choosing the right

persons for the jobs. Limited perceptual ability of the employers is obviously a stumbling

block to the objective and rational selection of people.

Validity:

Validity is a test that helps to predict the job performance of a fresher and it is the test to

differentiate the employees who can perform from the employees who cant. However, a

validated test increase the possibility of success but does not predict job success accurately.

Pressure:

Pressure on the recruiters can also act as an effective barrier for selecting the right candidate

and this pressure can be bought on to the recruiters by politicians, bureaucrats, relatives,

friends, and peers etc. Generally recruitment in the public sector undertakings take place

under such pressure.

Reliability:

A reliable method is one which will produce consistent results when repeated in similar

situations and this reliable test may be used to predict the job performance precisely.

Only when all the above said barriers are crossed, one can expect a good candidate to get

selected for the company.

Module 3

Training is about knowing whereyou stand (no matter how goodor bad the current situationlooks) at present, and where youwill be after some point of time.

Training is about the acquisitionof knowledge, skills, and abilities


38/78

(KSA) through professional development.

ROLE OF TRAINING

Optimum Utilization of Human Resources Training and Development helps in

optimizing the utilization of human resource that further helps the employee to

achieve the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an

opportunity and broad structure for the development of human resources technical

and behavioral skills in an organization. It also helps the employees in attaining

personal growth.

Development of skills of employees Training and Development helps in increasingthe job knowledge and skills of employees at each level. It helps to expand the

horizons of human intellect and an overall

human resource management all modules

Documents